Relevant bibliographies by topics / Public enterprise management

Academic literature on the topic 'Public enterprise management'

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Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Public enterprise management"

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Kaul, Mohan. "Public Enterprise Management: Strategies for Success." Vikalpa: The Journal for Decision Makers 15, no. 1 (January 1990): 3–14. http://dx.doi.org/10.1177/0256090919900101.

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What constitutes successful management of public enterprises? Executives of successful enterprises from 14 commonwealth countries exchanged their experiences and outlined strategies at two roundtable meetings under the auspices of the Commonwealth Secretariat, London. This paper is a summary of the views of the executives presented at the two meetings. In recent years, public enterprises in developed and developing countries have been criticized for not fulfilling the expectations placed on them. The case studies and the discussions at the two meetings, however, reveal that many public enterprises have been managed, successfully. The strategies outlined by the executives relate to managing the external environment, the enterprise-government interface, internal management, building enterprise culture, managing human resources, and the role of leadership.
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Dr. R. Rajeswaran, Dr R. Rajeswaran. "Structural Dimensions of Public Enterprise Management – An Analytical Study." Global Journal For Research Analysis 2, no. 1 (June 15, 2012): 200–201. http://dx.doi.org/10.15373/22778160/january2013/39.

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Yeung, Rikkie L. K. "Public enterprise governance." Public Management Review 7, no. 4 (December 2005): 565–87. http://dx.doi.org/10.1080/14719030500362579.

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Petkovšek, Veronika, and Primož Pevcin. "The Effects of Public - Private Partnership Act on the Slovenian Public Utilities Providers." Central European Public Administration Review 15, no. 3-4 (January 5, 2018): 191–202. http://dx.doi.org/10.17573/ipar.2017.3-4.09.

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The paper presents the legal status of existing public enterprises in Slovenia before and after the adoption of Public-Private Partnership Act, that demanded the reorganization of existing public enterprises in the period 2007-2009. The paper also presents the analysis of local public utilities delivery mechanisms in Slovenia, focusing on the local public utilities providers in the field of water and waste management. The aim of the paper is to introduce the changes in the legal status of existing public enterprises, caused by new legislation and also to give an insight into the current state of local public utilities providers in the field of water and waste management. The results confirm the fact that public enterprise is the most common organizational form of local public utilities providers in the field of water and waste management and lead to conclusion that in the reorganization process the majority of existing public enterprises retained the status of a public enterprise.
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Abdullahi, Muhammad, and Rilwan Nakazalle Usman. "Management of Public Enterprises through Public Private Partnership in Nigeria." International Letters of Social and Humanistic Sciences 19 (December 2013): 76–81. http://dx.doi.org/10.18052/www.scipress.com/ilshs.19.76.

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Collaboration with corporations, small businesses, non-governmental organizations and civil society organizations to provide socially beneficial goods and services. Public enterprises and the private sector cooperate in providing services and infrastructure through a variety of mechanisms. The level of performance and development of public enterprise in the country are very low due to corruption, management inefficiencies, overstaffing and inflation. This paper therefore in tend to highlight the different mechanisms of public private partnership (PPPs) in the management of public enterprise including concessions, build-operate- and- transfer (BOTs) arrangement, joint ventures and informal and voluntary cooperation as applied in some Latin American and Asian countries. The paper recommends that the government should clearly identify goals and objectives of public private partnerships and embody them in an official set of laws, develop strategy for management plan for public private partnerships and create employment protection measures for current government employees in organization that will go in to public private partnerships.
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Madsen, Ole Norgaard. "Public enterprise and total quality management." Total Quality Management 6, no. 2 (May 1995): 165–74. http://dx.doi.org/10.1080/09544129550035503.

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Umerova, H. V. "Agricultural enterprise management report." Bioeconomics and Agrarian Business 11, no. 3 (March 3, 2021): 106–17. http://dx.doi.org/10.31548/bioeconomy2020.03.106.

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The article is devoted to the organizational and basic procedures of the Management Report’s structural synthesis and informational content. This reporting form introduction is due to the implementation of the Directive 2013/34 / EU provisions “On annual financial statements, consolidated financial statements” in the legislation of Ukraine. Accordingly, the requirement has been established for large enterprises, including public interest entities, to prepare a Management Report concerning the financial and non-financial information disclosing. Medium-sized enterprises are entitled to submit the Report in abridgement, highlighting only the finance indicators of their activities. Management Report is an information support source and a comprehensive assessment of the state and potential, financial, economic, social, labor and environmental enterprise activities, identified risks and uncertainties, etc. The information obtained allows both internal and external users to assess the consequences of the enterprise activities impact on the environment, society and the economy, in particular, the certain segment development potential. Domestic and international regulatory support on the Management Report preparation has been analyzed as part of the study. It has been established that the form, structure and content of the Management Report is not regulated and is generated by enterprises independently in any form, taking into account the Methodological Recommendations for its preparation. The Management Report content has been proposed in accordance with the requirements of different management levels particularly concerning disclosing relevant information on agricultural enterprise activities in economic, social and environmental areas. The purpose of such informational content is to reflect the specifics and technological features of the enterprise activities for crop production. The implementation of these recommendations will provide information on the results and specifics of agricultural enterprise activities; the headcount analysis and the social policy state in general at enterprises; impact on the environment and mechanisms to minimize it. It also has determined that disclosing these key performance indicators contributes to the increase in information transparency, accountability and comparability, as well as agricultural enterprise investment attractiveness and sustainable development.
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YUE, DONG, and ALINA BRYCHKO. "COMPETITIVENESS OF PRODUCTION AS A DETERMINING FACTOR OF EFFECTIVE MANAGEMENT OF THE ENTERPRISE IN MARKET CONDITIONS." Ekonomìka ta upravlìnnâ APK, no. 2(151) (December 16, 2019): 67–75. http://dx.doi.org/10.33245/2310-9262-2019-151-2-67-75.

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Production management is the main meaning of enterprise in production and management. Good production management can improve the efficiency of companies working, effectively manage the information of production process, and improve the overall competitiveness of enterprises. The production competition is the one of main task of the enterprise and the reason for it to survive in the fierce market economy competition. An enterprise that stands out from the market is recognized by the public and accepted by consumers, relying not only on the brand shaping of the enterprise, but also on the competitiveness of the enterprise's product production. To provide high-quality products and sufficient inventory for consumers and society has become an important factor for enterprises to base themselves on the market. The main aim of this article is to attract the attention of enterprise managers in the market and determine factors of effective management of the enterprise. Also in our research, we discuss competitiveness of production as a determining factor of effective management of the enterprise in market conditions. There are many factors that affect enterprises to gain competitive advantage. They are summarized as follows: production management cost, quality, flexibility, time, service and environmental protection. We discuss the characteristics of enterprise from the two aspects of the production and operation of the output factors management and the environmental element management: how to improve the production and operation management so as to improve the competitiveness of the enterprise. The thought method of the advanced production and operation management, the enterprises constantly inspect and improve the defects existing in the production and operation system in order to provide the market with a low price in time. High quality and diverse products or services, occupying a larger market share. The managers of the enterprise attach importance to the production competition, which is the first step in the operation of the enterprise, which will help the enterprise to stand in the invincible position. The prospects for further research in this area are related to increase the competitiveness and efficiency of enterprise management by introducing a set of measures to improve product quality. Key words: competitiveness of production; market conditions; production management, effective management; enterprise; competitive advantage.
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Agranoff, Robert. "Partnerships in public management: rural enterprise alliances." International Journal of Public Administration 21, no. 11 (January 1998): 1533–75. http://dx.doi.org/10.1080/01900699808525360.

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Włóka, Marta. "SOCIAL ENTERPRISES IN THE CONTEXT OF PUBLIC MANAGEMENT." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 21, no. 1 (March 31, 2020): 259–68. http://dx.doi.org/10.5604/01.3001.0014.1257.

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The aim of this paper comes down to presentation of theoretical aspects of social enterprises and their role in the context of public sector management. First of all attempt was made in presentation of public management evolution. In this aspect successive stages of its evolution have given, and essential significant has been placed on public governance issue, and following on from this co-participation of diverse groups of entities in the process of public goods and services providing. On the basis of this social enterprise term has been indicated and further considerations have been given to this. In this aspect it has been referred to social economy sector as an area of social enterprises functioning. In conclusion essence of social enterprises has been highlighted as an organizations which are especially important in the context of essential needs meeting of local community.
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Dissertations / Theses on the topic "Public enterprise management"

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Pu, Cheng-Chiu, and n/a. "POLITICAL DEMOCRACY AND PUBLIC ENTERPRISE MANAGEMENT: A STUDY OF TAIWAN'S STATE-OWNED ENTERPRISES." University of Canberra. Business and Government, 2007. http://erl.canberra.edu.au./public/adt-AUC20081024.110804.

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This thesis is a study of why and how an authority model of managing state-owned enterprises has remained popular in Taiwan through the past two decades. The subject was chosen because it has to date, been a neglected subject in the literature on Taiwan, even though it is significant to any serious examination of Taiwan's continuing political development and the government's approach to governance. Taiwan has experienced three major milestones of political democratisation over the period, each greatly enhancing the democratic characteristics of the state and also reflecting a degree of absorption of global political and economic pressures. Taiwan's political democratisation has been widely discussed in recent years, but not much attention has been paid to the effect of the political changes on its public sector management. The discussions have simply speculated that the Taiwanese government no longer uses the authoritarian way of governing the country, in keeping with its promotion of democratic development. However, this research clearly indicates that the change of political regime from the previous Kuomintang (KMT) to the Democratic Progressive Party (DPP) has not meant any significant change in the way state-owned enterprises are managed. The approach of the DPP government resembles that of the KMT government in that it continues with an authoritarian way of managing state-owned enterprises, despite the party's long established commitment to a democratic way. In other words, this huge change has not meant state-owned enterprises are any better placed than they were previously in terms of having a greater degree of enterprise management autonomy. This research also shows that Taiwanese governments, regardless of which of the two parties is in power, manipulate state-owned enterprise management using the enterprises as a major means of achieving multiple political objectives. In particular, it has become almost endemic in Taiwan's politics that the ruling party manipulates state-owned enterprise management in order to win political elections and protect its political position. In this sense, it has become evident that the democratic way of governance has still not been used within this part of the government yet.
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Uddin, Syed Jamal. "Characteristics of public enterprise management in Bangladesh." Thesis, University of Glasgow, 1987. http://theses.gla.ac.uk/4137/.

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Although public sector industries play a very significant role in the economy of Bangladesh, from the very beginning of their inception they have been a cause of concern. It is alleged that they have failed to meet their expectations mainly because of inefficient management. On the other hand the public sector managers do not agree that the absolute responsibility for unsatisfactory performance should go to them. It is true that public sector enterprises in Bangladesh have failed to initiate the breakthrough as to profitability and productivity, and thus the public sector managers cannot avoid their bigger responsibility in this regard since they are supposed to play the dominating role in an organisation. It was logically thought that an investigating study would be able to provide important insights into the subject matter. This empirical study has thus tried to examine the managerial world in order to draw a profile of managerial characteristics by taking into account the personal, behavioural and the contextual issues. It also has examined the progress of industrialisation and the position of professionalisation of management in the perspective of Bangladesh along with the roles that are being played by the Bangladesh managers in the industrialisation process. The study has been quite successful in identifying a wide range of interesting issues having influence on managerial performance. It was found that the Bangladesh managers are in general highly educated and relatively new generation managers having little industrial experience to their credit. They mainly came from the vast rural areas of the country. Their position is comparatively stronger with respect to job related training. But the higher education and wider training have failed to bring positive results with respect to productivity and profitability, because the education has very little relevance to the managerial profession. Again, the higher education has been mainly responsible for increasing the level of managerial aspirations with very little realisation and thus has been generating widespread frustration. Poor job description and inadequate delegation were also responsible in this regard. The public sector managers have been found very much concerned about the security of their jobs. Their dealings and actions apparently are directed towards maintaining a good superior-subordinate relationship but under careful scrutiny this apparently encouraging situation was found to be non-existent. Interestingly the public sector managers are almost united in saying `No' to any prospective changes which may affect their jobs and interests, but they are also less concerned about the changes which appeared to have no apparent adverse effect. The policies of the successive governments in Bangladesh have made the situation worse. The required power, authority and freedom has not been allowed to practice to the enterprises; instead they are expected to follow the regulations covering almost every operational area and also to follow lengthy and bureaucratic procedures. Despite the presence of preconditions the industrialisation process has not got momentum as yet. The absence of powerful elite has been mainly responsible for this situation. The symptoms of professional management were found absent there which is an indication that the management has still a very long way to go in the way of becoming a professional group. What is evident from the study is that all the revolutionary changes (as they are often labelled by the authority) have virtually failed to bring the desired results; even so the government is planning to introduce more changes, when it is almost certain that some vital aspects have continued to remain unattended throughout the period as there have been very little effort to increase the managerial capacity and to release their willingness to cooperate with the government plans. Time, money and efforts would have been worth investing if these could have been diverted towards creating a congenial environment and developing the human resources working in the Bangladesh public sectors especially the managerial personnel. Some of the 'costly' experiments would have easily been avoided and much of the criticisms of the public sectors would not have appeared if there were such efforts from the very beginning.
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Pu, Cheng-Chiu. "Political democracy and public enterprise management : a study of Taiwan's state-owned enterprises /." full text via ADT, 2007. http://erl.canberra.edu.au/public/adt-AUC20081024.110804/index.html.

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Gazia, C. R. "Strategic decision making in public enterprise." Thesis, University of Manchester, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.355904.

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Paradissopoulos, Iordanis K. "Railway management : an evaluation of management cybernetics in a public enterprise." Thesis, Cranfield University, 1989. http://dspace.lib.cranfield.ac.uk/handle/1826/4164.

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Two are the objectives of this thesis: To identify structural and cultural causes of ineffectiveness in a state-owned railway enterprise in the light of the management cybernetics area of knowledge. To assess the capacity of this area of knowledge, especially in its abstract and coded form (Beer's Model of the Viable System), to provide adequate explanations of organizational performance and organizational failure. The objectives are sought in the analysis of an actual enterprise, the Greek Railways Organization (OSE). An 'ethnographic type' pilot study is initially undertaken, to highlight organizational problems under a management cybernetics perspective. The study, though demonstrating structural problems associated with a certain organizational culture, is assumed in itself inadequate, as it reflects a subjective interpretation of reality. A 'survey within the case study' is therefore undertaken aiming at deriving the real dimensions of organizational problems from an analysis of managerial responses. Responses are designed to provide a picture of both the actual way in which the enterprise organizes in the pursuit of its tasks, and the organizational culture. The first subtheme (organizational structure) is examined in terms of the cybernetic model of the viable organization. The findings, in general, validate the assumptions of the ethnographic study. Numerous structural problems are identified. The second subtheme (culture) is examined in terms of managerial cohesiveness, defined as the agreement between managers on key issues of the identity of the enterprise. The overall conclusion is that though managers are, in general, in agreement, the content of this agreement tends rather to reflect a shared pessimistic view of the future than cohesiveness facilitating viability and development. The conclusion, as regards the enterprise, is, that though many problems are reflected in the organizational structure, proper modifications of this structure may not suffice to guarantee improved performance, unless considerable attention is paid in the building of a relevant organizational culture, quite difficult under the specific circumstances. The conclusion, as regards the adopted methodology, is that though Beer's model of the viable system assists in a diagnosis of many organizational deficiencies, it may not suffice to promote organizational change, especially when narrowly perceived, i. e., when results to a concentration on structural arrangements in the expense of the building of a corporate culture. Certain methodologies should develop, which, while making use of the advantages of the model, will not underestimate other significant aspects of organizational reality.
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Chan, Eric Wai Leung, and eric_wl_chan@yahoo com hk. "Knowledge Management (KM) Using Enterprise Resource Planning (ERP) System." RMIT University. Property, Construction and Project Management, 2009. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20091021.121704.

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The construction industry has long been criticized as being not advance enough to use information communication technology (ICT) and slow to adopt knowledge management (KM). This research demonstrates how using an effective and efficient ICT systems can improve KM, and that an enterprise resource planning (ERP) system can be one tools to help improve KM. An ERP system is also a powerful tool to help integrate business processes which has particular use in the construction industry. The principle objective of this research was to explore the drivers and inhibiters that determined successful adoption and use of an ERP system at its actual implementation stage. Secondly, it aimed to identify successful factors of a partnering strategy and its integration into the ERP system. The third objective was to investigate the appropriate leadership style that influenced the ERP system and the partnering strategy, and to identify the impact of culture on the leadership style. The research was conducted within the context of a Hong Kong construction organization. This research makes a contribution in two spheres: PM and the construction industry. The first implication for PM theory is to illustrate how knowledge has been efficiently managed within a construction organization by using ICT/ERP.
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Lan, Yi-Chen. "Management of information technology issues in enterprise globalisation /." View thesis, 2003. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20031217.130842/index.html.

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Madhavan, Thiruvenkatachari, and n/a. "Implementation of enterprise systems : a process view." University of Otago. Department of Accountancy and Business Law, 2008. http://adt.otago.ac.nz./public/adt-NZDU20080414.160905.

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During the 1990s, many organizations across the globe migrated existing information systems to Enterprise Systems (ES) packages, which promised both business and technical solutions to their existing sets of problems. However, ES implementations have gained notoriety for not meeting budgeted expenditures and schedules. Such events have warranted academic research to gain an understanding about the role of ES packages and the importance of ES implementation. A large number of academic researchers have adopted a variance approach to examine ES implementation. As a result they have identified a range of critical success factors said to be influential in achieving successful implementation of ES packages. An alternate perspective for researching ES implementation is the process approach but this has remained largely neglected in academic debates. Furthermore, it has still not been possible for researchers or practitioners to understand the degree to which specific critical success factors, or other considerations, might be influential in any given ES implementation, either pre- or post-project. This research therefore adopts the process approach to examine ES implementations. The process approach is focused on explaining an outcome, given a set of activities. This research draws upon the work of Markus and Tanis (2000) and O�Leary (2000), who have established frameworks to explain an outcome (success or failure) of ES implementations. In addition, this research draws on the work of Davenport (2000) and Brehm et al. (2001), who have established models that outline activities related to configuration of business and software processes during implementation of ES packages. To enable this inquiry, a single case study (site) was chosen, to expose the actions and events that transpired during the implementation of an ES package. This research concludes that the framework of O�Leary (2000) is better suited to explain the outcome of an ES Implementation than the framework of Markus and Tanis (2000). The framework of Markus and Tanis (2000) was found to be useful in understanding the implementation process of an ES package. In addition, this research developed a novel model that portrays a comprehensive set of activities, undertaken by the case organization during the configuration of business and software processes. This model traversed the 'High-Level', 'Detailed Development' and 'Implementation' stages of the configuration process. It is asserted that this model is a significant improvement when compared to models presented by Davenport (2000) and Brehm et al. (2001). This research also explored some of the issues of the case study that did not fit neatly into the existing theoretic frameworks employed. Six issues emerged in this regard; 'Selection of industry specific ES package solution'; 'Selection of Proven Implementation Partner'; 'Project Planning and Management'; 'Incremental Implementation Strategy'; 'Ownership of the ES Project' and 'Selection of Best Practice Business Processes'. It is contended that each have played a critical role in the successful deployment of the ES package at this case site.
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Fernandez, George, and gfernandez@rmit edu au. "A federated approach to enterprise integration." Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20060502.113336.

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In order to remain competitive, the integration of their information systems is an imperative for many large organisations. Applications that originally have been developed independently are now required to interoperate to support new or different functions of the enterprise. Although the mechanisms for application interoperation exist provided by the technology, due to the sheer number and complexity of the running systems, integration solutions � centralised or distributed�appropriate at the local level do not translate successfully to the whole enterprise. Centralised integration approaches often satisfy only some of the integration requirements, they are very expensive, and are fraught with danger since they imply an �all or nothing� approach. Distributed approaches, on the other hand, suffer from complexity and scalability problems as the number of system interfaces to be implemented and the number of execution-time invocations grows with the number of component applications. This dissertation makes a contribution to the field of Enterprise Application Integration (EAI) within the framework of distributed systems technology. Based on real-life case studies experience, we present here a federated approach that controls the size and complexity of the integration effort by reusing existing systems as much as possible and reducing the number of interacting applications. Only selected local elements are exposed to the organisational milieu, and a consistent supporting infrastructure is provided to make systems interactions possible. Our approach provides a flexible and scalable strategy to enterprise integration, avoiding the shortcomings of traditional approaches. We respect existing organisational structures, and demonstrate how appropriate federation infrastructure and protocols enable the interoperation of existing systems. The three main facets of enterprise knowledge are systematically incorporated into the integration effort: a) by the use of domain ontologies to support data integration; b) by the development of a methodology to include business rules; and c) by the development of FEW, a federated workflow model to implement the business processes of the organisation.
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Stokes, David Robin. "Small enterprise management in the public sector : the marketing of primary schools." Thesis, Kingston University, 1999. http://eprints.kingston.ac.uk/20639/.

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The purpose of this thesis is to understand the marketing perceptions and practices of primary school managers, in response to attempts to introduce market forces into the provision of UK state education. The study has investigated marketing in primary schools through ten longitudinal case studies using three main sources of data: interviews with headteachers, and governors, participant observation, and market research of the perceptions of parents and other groups. Two groups of influences combined to make diverse and complex marketing micro-environments, which conditioned the impact of marketing activities initiated by the schools: i) the local provision of primary education (the capacity, sector and status of schools, and the image of the locality), and ii) the population profile of the catchment area (numbers of local pupils, parental perceptions and population types). A picture of marketing at the case study schools emerged which was different from the initial impression of a peripheral activity given by much of the literature, and headteachers' own accounts. Critical incident analysis revealed more extensive strategies and tactics which could be labelled as “marketing”, but which were not necessarily described as such by headteachers. Events and decisions triggered marketing activities directed at a number of targets which can be grouped into the priority order of: i) internal relationships (existing parents, pupils, staff, and governors), ii) recruitment markets (new parents and feeder institutions), iii) educational agencies (LEA, DfEE, OFSTED etc.), and iv) community relationships (local media, commercial sponsors and community groups). Individuals within these target groups positioned a school according to their perceptions of its academic and environmental reputation, its locality and their degree of involvement with it. Headteachers attempted to improve their schools' market position through a mix of methods which can be summarised as four I's - information, image building, involvement, and the influence of word-of mouth communications. Headteachers found that the most effective marketing strategies had two main components: i) marketing to improve relationships with existing parents, staff and governors was an essential precursor to any external marketing effort; and ii) marketing to targets other than prospective pupils was important in order to build up a supportive series of relationships in the micro-environment. In particular, parental involvement strategies to achieve marketing aims evolved as an acceptable response because they were not seen as overtly competitive, and they had a perceived educational value. Headteachers seemed to share many of the marketing problems of owner-managers of small businesses. The findings reported here suggest that the private sector may have lessons to learn from the marketing management of small public organisations such as primary schools, so that a more meaningful exchange of information across the sectoral divide is indicated.
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Books on the topic "Public enterprise management"

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Shrestha, P. Public enterprise management in Nepal. Kathmandu: P. Shrestha, 1990.

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Nuallain, Colm O. Public enterprise: The management challenge. Brussels: International Institute of Administrative Sciences, 1987.

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Anikeze, Nnaemeka Hillary. Fundamentals of public enterprise management: Issues, concepts and applications. 2nd ed. Enugu, Nigeria: John Jacob's Classic Publishers, 2009.

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Anikeze, Nnaemeka Hillary. Fundamentals of public enterprise management: Issues, concepts and applications. 2nd ed. Enugu, Nigeria: John Jacob's Classic Publishers, 2009.

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Improving public enterprise performance: Concepts and techniques. Geneva: International Labour Office, 1987.

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M, Shirley Mary. Improving public enterprise performance: Lessons from South Korea. Washington, DC (1818 H St., NW, Washington 20433): Country Economics Dept., World Bank, 1989.

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Hartmann, Gregory Kemenyi. Public enterprise: How to make the government a success. Garrett Park, Md: G.K. Hartmann, 1993.

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Debashish, Munshi, ed. Reconfiguring public relations: Ecology, equity and enterprise. New York: Routledge, 2007.

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Stokes, David Robin. Small enterprise management in the public sector: The marketing of primary schools. [U.K.]: Kingston University, 1999.

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National Cooperative Highway Research Program., ed. Management of disadvantaged business enterprise issues in construction contracting. Washington, D.C: Transportation Research Board, National Research Council, 2005.

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Book chapters on the topic "Public enterprise management"

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Hughes, Owen E. "Public Enterprise." In Public Management and Administration, 109–28. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26896-2_5.

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Lu, Yaotai. "The Relationship Between Public Budgeting and Risk Management: Competition or Driving?" In Enterprise Security, 40–72. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54380-2_3.

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Kumar, Anjali. "Public Enterprise Management Through State Holding Companies." In State Holding Companies and Public Enterprises in Transition, 1–34. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23010-5_1.

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Viegas, Catarina, André Vasconcelos, José Borbinha, and Zaida Chora. "A Canonical Data Model for Records Management in the Portuguese Public Administration." In Enterprise Information Systems, 210–49. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-40783-4_11.

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Đorđević, Marija, Mirko Vujošević, and Vladeta Petrović. "Measuring Service Performances of the Public Enterprise PTT “SERBIA”." In Innovative Management and Firm Performance, 290–305. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137402226_15.

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da Costa Castro, Alexandre, José Marcelo Almeida Cestari, Eduardo Rocha Loures, Edson Pinheiro de Lima, and Eduardo Alves Portela Santos. "Interoperability Frameworks in Public Administration Domain: Focus on Enterprise Assessment." In Lecture Notes in Management and Industrial Engineering, 185–95. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-45748-2_20.

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Wanchai, Paweena. "Key Factors for Successful ERP Implementation: Case Studies from Private and Public Organizations in Thailand." In Innovations in Enterprise Information Systems Management and Engineering, 3–16. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-58801-8_1.

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Skelton-Foord, Christopher. "Economics, Expertise, Enterprise and the Literary Scene: The Commercial Management Ethos in British Circulating Libraries, 1780–1830." In Authorship, Commerce and the Public, 136–52. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9780230375482_9.

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Panfilo, Silvia. "(In)Consistency Between Private and Public Disclosure on Enterprise Risk Management and Its Determinants." In Multiple Perspectives in Risk and Risk Management, 87–123. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16045-6_4.

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Dai, Feng, Xinjian Gu, Lusha Zeng, and Yihua Ni. "An Enterprise Knowledge Management System (EKMS) Based on Knowledge Evaluation by the Public." In Advances in Intelligent and Soft Computing, 267–72. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-25661-5_35.

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Conference papers on the topic "Public enterprise management"

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"IT applied to Public Lighting Management - How IT Can Improve Public Lighting Management?" In 15th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2013. http://dx.doi.org/10.5220/0004554205130518.

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Yuanfang, Peng. "Influencing Mechanism of Network Public Opinions on Enterprise Public-Relation Management." In 2021 5th International Seminar on Education, Management and Social Sciences (ISEMSS 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210806.047.

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Fan, Xinhe, and Jia Jia. "Research on Community Care Mode for the Elderly Based on Enterprise." In 2016 International Conference on Public Management. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icpm-16.2016.44.

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Casalino, Nunzio, Marisa Ciarlo, Simone Sassetti, and Mattia Panico. "Management and Innovation Models for Digital Identity in Public Sector." In 19th International Conference on Enterprise Information Systems. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006279202250232.

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Qiao Mei, Dou Zhijie, and Wang Dongping. "The study on crisis public relations strategies of enterprise." In 2010 International Conference on Future Information Technology and Management Engineering (FITME). IEEE, 2010. http://dx.doi.org/10.1109/fitme.2010.5656321.

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Tantisevi, Kevin, and Jirapon Sunkpho. "Managing a Large Volume of Data for Public Engineering Enterprise." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2015. http://dx.doi.org/10.32738/ceppm.201509.0011.

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Viegas, Catarina, André Vasconcelos, José Borbinha, and Zaida Chora. "Records Management Support in the Interoperability Framework for the Portuguese Public Administration." In 21st International Conference on Enterprise Information Systems. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0007673300840094.

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Gao, Sidong, and Xiumei Sun. "Research on Enterprise Crisis Public Relations Strategies under Web2.0 Environment." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5578392.

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Zhao, Xiaoli. "Case Study of Enterprise Public Bidding Project Planning and Exploration." In 2019 International Conference on Management Science and Industrial Economy (MSIE 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/msie-19.2020.6.

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Shi, Han. "Analysis of the Application of Compensation Management in the Enterprise Management of Public Hospitals." In 2018 2nd International Conference on Management, Education and Social Science (ICMESS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icmess-18.2018.174.

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You might also be interested in the extended bibliographies on the topic 'Public enterprise management' for particular source types:
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